This document discusses building a culture of compliance through managing employee competence. It outlines the need to get executive leadership and subject matter experts involved, provide clear messaging about expectations and consequences, and put supporting processes in place like a learning management system. HR can play an important role by identifying where compliance training can be embedded, preparing managers to support quality initiatives, and driving cultural change. Defining indicators of competence and responsibilities can help ensure consistency and that training improves job performance. HR has made a difference at the company by getting over 200 standard operating procedures identified for training within 2 years and establishing new processes.

1. Building a culture of ComplianceManaging employee competence

2. Changing Culture to ComplianceNeed to build the caseNeed to get right people involvedBy functionBy levelNeed Clear MessagingNeed Supporting Processes in place Accountability/ ConsequencesRoles/ ResponsibilitiesTie into Business ResultsImpact on Performance

3. HR making a difference:HR brings a company- wide perspectiveHR can encourage participation to assure sponsorship from all areasAssignment of roles and responsibilities can tie into competencies/ job groupsHR able to influence/ experienced at defining roles and responsibilitiesLends clarity / asks the “right” questions

4. Need to build the case:Why a quality initiative?Who is affected?Who is the sponsor?How does it affect the business?What are the desired results?What are the consequences of doing nothing?What is the cost (of acting/ not acting)?

5. HR making a difference:HR has experience with performance measuresWho is affected by qualityImpact on the businessHow do we know we have been successful? Project can’t have “assumed” ownership. HR can assure the supporting structures are in place

6. Need to get the right people involved:Need to involve Executive Leadership and those who “own” the process,Need to have “sponsors” to support the effort and “subject matter” experts to direct it,Need line management to explain importance to direct reports,Need to tie into overall employee performance.If tied to appraisals, what are the benefits/ consequences?

7. Need Messaging:Overall messaging to outline expectationsFrom Senior ExecutivesRe-inforced by middle managementSupervisors offer recognition for complianceAvailable on line to employeesHow to complete procedure courseworkOutline importance and consequencesTied into Company processes eg. Orientation, Use available company communication toolsLive-Link announcements

8. Need supporting processes:Company–wide Learning Management System,Easily usedHelp deskProcedure owners, authors – Quality initiativesUpdates as neededTie into existing company wide initiativesReinforced at all levels

9. Cultural Change/ tools -Messaging from Senior ManagementSupport/Reinforcement from Process Quality and Human ResourcesEmployees informed of the change/ reward for embracing changeAudit and recommendations on next stepsValidation of reports – compliance %Performance consequencesResearch consequences of audit if tied to appraisals

10. Competence through training -Competence training Needed for job performanceAssures quality in executionMandatory training Required but not necessarily job specific Could be driven to comply to law (eg. Privacy)Developmental training Enrichment for skill developmentPreparation for next job

11. HR making a difference:HR can identify where training exists and suggest embedding compliance training, e.g. – Orientation: present an overview In Leadership Development courses, prepare managers to support the Quality initiatives.

12. In Cultural change encourage toward best work/ open problem solving/ not just “looking good”Organizational competence - Focus on competence builds consistencyWork Process Owners and Authors assure accuracy of Procedures.Identify the education, training, skills, and experience needed to achieve product quality. Driven by SOPs/ SOPs aligned to the business.Training is directed to improve job performance Assessment of “read only” or “tests”Syllabi assigned by job requirementsReinforced through “on the job” departmental training

13. Define indicators of competence:What must employees know or be able to do to succeed?How does employee performance support company quality objectives?Decline/ absence of errorsInformed decision makingConsistency and reliability in delivery of product and servicesMeasurement tools for criteriaMust have valid testing / reports available

14. Responsibilities/ roles: ManagerNeeds to complete their assigned coursesAccountable for direct reports to complete as assignedNeeds to reinforce importance Need to apply SOP/ WI practicesEmployeeResponsible to complete SOP/WI as assignedNeed to apply learning to job performance Need to complete within given timeframe

15. HR making a difference